ORGANISATIONAL BEHAVIOR

RESISTANCE TO CHANGE
Presented by
Nazia
1620350
Sweta
1620359
Mukund
1620322

ORGANIZATIONAL CHANGE
Organizational change is the process in which
an organization changes its structure, strategies,
operational methods, technologies, or
organizational culture to affect change within the
organization and achieve a desired outcome.

FORCES OF CHANGE

Nature of workforce- greater diversity, aging

population

Technology- new softwares, faster, cheaper and

mobile computers

Economic shocks - global recession

Competition- global marketplace

Social trends-liberation of attitude towards

LGBT community

World politics- the opening of markets in china

Brexit

RESISTANCE TO CHANGE
Resistance to change is the action taken by
individuals and groups when they perceive that
a change that is occurring as a threat to them
The threat need not be real or large
for resistance to occur.

SOURCES OF RESISTANCE TO
CHANGE
Individual sources
Habbit
Security
Economic

Fear

of the unknown
Selective information processing

Organisational sources
Structural

inertia
Limited focus of change
Group inertia
Threat to expertise
Threat to establish relationships

CASE STUDY: NOKIA

Formed in 1865 as a lumber mill.

In 1992 it entered cell phone industry and
became a global leader
Pioneers of the wireless revolution which derived
smart phones
Nokia however could not survive the rapidly
changing cell phone industry and resulted in a
crucial recession of its market share.

WHY NOKIA FAILED

Complacency
Lack

of innovation
less styles in low priced products
Increasing competition
Inability to adapt to the changing
technology
Inadequate assessment of the market.